Description
This is presentation about the anand mahindra.
When we Indians hit our pillows at night, our dreams about India?s future are not just colorful but steroidal. All of us are finally beginning to believe that the sandcastles we build in our minds are not going to be simply washed away by the morning tide. –Anand Mahindra
?
Leaders shortlisted by the group
› Nandan Nilekani, Anil Ambani, Anand Mahindra,
Rahul Bajaj, Pawan Munjal
?
Motivation for studying Anand Mahindra
› Recent extensive media coverage due to › ›
›
›
Satyam takeover Transformation in Mahindra Group No negative publicity Consistent successful gambles ET Business Leader of the Year award - 2009
• Family Background
› Born into a well known Punjabi business family › Not strictly a business background; father was a congressman
• Education
and wanted to be a Diplomat
• Career Path
› Studied filmmaking in graduation › MBA from Harvard in 1981 › In 1989 he was appointed the President and Deputy MD of
Mahindra Ugine Steel Company Ltd. (MUSCO) › In 1991, he was appointed Deputy Managing Director of Mahindra & Mahindra Ltd. › In 1997, he was appointed Managing Director of Mahindra & Mahindra Ltd. › Vice Chairman and MD of Mahindra & Mahindra Ltd. since 2001
Chairman of National Safety Council ? Co-founder of the Harvard Business School Association of India ? Co-chairman of the International Council of the Asia Society, New York ? Co-chair at the World Economic Forum at Davos. ? Director of The National Stock Exchange of India Limited appointed under the “Public Representatives” category
?
? ? ?
Founder chairman of the Mumbai festival Most active CEO on Twitter Recent news articles
› Apr, 2009 – “Controlling Stake in Satyam” › Business Week- “Rebuilding standing and trust in
the market.”
› June, 2008 – CNN- Diversification plans into
steel production, technology, real estate development
?
?
? ?
The Mahindra group, a $6.3 Billion empire, is among the top 10 industrial houses in India. J.C. and K.C Mahindra founded the company Mahindra and Mahindra in 1949. Started as a tractor and Jeep company Currently into the following sectors:
› › › › ›
Automotive Industry Information Technology Financial Services Infrastructure Development Hospitality
? ?
At Mahindra Ugine Steel Company (MUSCO) diversifications to real estate & hospitality. As Deputy MD of M&M, restructure into 6 SBUs 1994 › Automotive › Farm equipment › Trade and financial services sector › Infrastructure Development Sector › Information Technology and Telecom › Automotive components sector
? ? ? ?
Strategic partnership with British Telecom for Tech Mahindra In 2002, launched SUV, The Scorpio Co-Promoter of Kotak Mahindra Finance Ltd., was converted into Kotak Mahindra Bank. Take over the Satyam Computer Services currently known as Mahindra Satyam.
? ? ?
?
? ? ?
Contributing share of profits (1%) to CSR activities. ESOPs - Employee Social Options - Involving employees in social activities. Planning to set up two Mahindra Pride Schools Mahindra All India Talent Scholarship for the economically disadvantaged Nanhi Kali project for the girl child. Trustee of the K.C. Mahindra educational trust Announced to provide free cochlear implants to hearing-impaired, under-privileged children
16000
14000
12000 10000
Standalone
Sales Avg Capital employed Networth
8000
6000 4000
2000
0
30 25 20 15 10
Standalone
PAT Ratio
5
0 -5
Compa ny Maruti Suzuki Hind Motors Tata Motors Mah and Mah
Last Price
Market Cap. (Rs. Cr)
Sales Net Turnover Profit
Total Assets
EPS
NP Ratio
Asset DE Turn. Ratio
1340
38713.95
20852.52
1218.74
10043.8
42.18
5.84%
2.08
0.07
21.3
343.3
598.26
-38.86
221.33
-2.41
-6.50%
2.70
1.4
696.8
37802.2
25660.67
1001.26
25559.83
19.48
3.90%
1.00
1.06
1001.75
28031.1
13093.68
836.78
9296.73
30.69
6.39%
1.41
0.77
Courage to Take up Challenges › Real Estate, Banking, Hospitality, SUVs, Water Transport › Acquisition of Satyam ? Foresight › 1991 decision to diversify – ability to deal with slowdown › Mahindra Satyam – Recession, Low Acquisition Cost, Understand Intrinsic Value ? Creativity and Innovation › Innovation – Annual event at M&M › Change in demographic profile of workers › Reboot, Reinvent, Reignite
?
?
?
Concern for People › Virtual Pool Program – Manage Surplus Workforce o Non billable staff get 40% salaries, 6 months › Chairman of the National Safety Council – 2008 o Health Safety and environment Concern for Environment › Mahindra Hariyali 2007- Plant a million trees › Hybrid Vehicles – Scorpio and 3 wheelers
? ?
Self Belief
Experimental, Risk-taking
› “I could have done well at anything I tried my hand at.” › Family Values › A filmmaker? A businessman? › Took in the odds which led him into different ventures › Hands-on approach helped him create talent pool › “I would strike out my own path.” › The Satyam takeover
? ? ?
Nurturing Talent
Independent, Proactive Tenacity
No Group wide mission statement. ? Individual SBUs have mission statements ? Core Values
?
› Good Corporate Citizenship › Professionalism › Customer First › Quality Focus › Dignity of the individual
?
Visionary
› Admired for Technology, Quality, Innovation across
segments
Strategic Thinker › Diversification, Acquisitions – JLR(Value), Satyam ? Change Agent › BPR - IDAM, Tractor to SUV ? Team Builder
?
› Satyam Employee retention, Focus on Talent Pool
?
Culture Builder › Meritocracy, Productivity, Innovation
?
Fear of failure
› Indecisive, defensive, let opportunities go
away?
?
? ?
Abuse of power?
› Irrational use at any point of time?
Need to be liked
› Does he go easy on people?
Fear of response
› Has he avoided conflicts?
Boss-Centred Leadership
Subordinate-Centred Leadership
Use of authority by manager Area of Freedom for subordinates
Mgr makes dec and announces
Mgr presents ideas and invites questions
Mgr presents prb gets suggestions and makes decisions
Mgr permits subordinates to fn within limits defined Mgr defines limits asks group to make decisions
Mgr sells decisions
Mgr presents tentative decision subject to change
1/24/2013
20
Level 5 Executive
Effective Leader Competent Manager
Contributing Team Member
Highly capable individual
Level 5 Hierarchy by Jim Collins in his book „Good to Great?
? ?
?
? ? ?
Invest Rs 100 crore in the IT sector in Punjab Focus on the agri business in Punjab under the Mahindra Shubh Labh project On the way to finalizing a joint venture with Renault. Bidding for Human Resource Management for Railways Entering the motorcycle segment Going to start a car services business
Recognize opportunities in the face of odds and identify the true potential ? Realizes that society is a stakeholderOrganization?s growth can?t be detached from social development ? Inculcating Leadership – Empowerment and Succession Planning ? A leader sees light when others complain of darkness.
?
?
?
? ? ? ? ? ?
http://www.moneycontrol.com/news/specialvideos/anand-mahindra-the-auto-maker-whodreamsmaking-films_407231.html http://www.businessstandard.com/india/news/anand-mahindra-winse/385949/ http://twitter.com/anandmahindra Six personality traits of a leader, Ram Charan Face to face- Defeating its own Hiranyakashyaps- An article of Indian IT, Anand Mahindra Business Leadership- Indian Context, Balasubramanian The Leadership Challenge, Kouzes and Posner Good to Great, Jim Collins
doc_961465079.pptx
This is presentation about the anand mahindra.
When we Indians hit our pillows at night, our dreams about India?s future are not just colorful but steroidal. All of us are finally beginning to believe that the sandcastles we build in our minds are not going to be simply washed away by the morning tide. –Anand Mahindra
?
Leaders shortlisted by the group
› Nandan Nilekani, Anil Ambani, Anand Mahindra,
Rahul Bajaj, Pawan Munjal
?
Motivation for studying Anand Mahindra
› Recent extensive media coverage due to › ›
›
›
Satyam takeover Transformation in Mahindra Group No negative publicity Consistent successful gambles ET Business Leader of the Year award - 2009
• Family Background
› Born into a well known Punjabi business family › Not strictly a business background; father was a congressman
• Education
and wanted to be a Diplomat
• Career Path
› Studied filmmaking in graduation › MBA from Harvard in 1981 › In 1989 he was appointed the President and Deputy MD of
Mahindra Ugine Steel Company Ltd. (MUSCO) › In 1991, he was appointed Deputy Managing Director of Mahindra & Mahindra Ltd. › In 1997, he was appointed Managing Director of Mahindra & Mahindra Ltd. › Vice Chairman and MD of Mahindra & Mahindra Ltd. since 2001
Chairman of National Safety Council ? Co-founder of the Harvard Business School Association of India ? Co-chairman of the International Council of the Asia Society, New York ? Co-chair at the World Economic Forum at Davos. ? Director of The National Stock Exchange of India Limited appointed under the “Public Representatives” category
?
? ? ?
Founder chairman of the Mumbai festival Most active CEO on Twitter Recent news articles
› Apr, 2009 – “Controlling Stake in Satyam” › Business Week- “Rebuilding standing and trust in
the market.”
› June, 2008 – CNN- Diversification plans into
steel production, technology, real estate development
?
?
? ?
The Mahindra group, a $6.3 Billion empire, is among the top 10 industrial houses in India. J.C. and K.C Mahindra founded the company Mahindra and Mahindra in 1949. Started as a tractor and Jeep company Currently into the following sectors:
› › › › ›
Automotive Industry Information Technology Financial Services Infrastructure Development Hospitality
? ?
At Mahindra Ugine Steel Company (MUSCO) diversifications to real estate & hospitality. As Deputy MD of M&M, restructure into 6 SBUs 1994 › Automotive › Farm equipment › Trade and financial services sector › Infrastructure Development Sector › Information Technology and Telecom › Automotive components sector
? ? ? ?
Strategic partnership with British Telecom for Tech Mahindra In 2002, launched SUV, The Scorpio Co-Promoter of Kotak Mahindra Finance Ltd., was converted into Kotak Mahindra Bank. Take over the Satyam Computer Services currently known as Mahindra Satyam.
? ? ?
?
? ? ?
Contributing share of profits (1%) to CSR activities. ESOPs - Employee Social Options - Involving employees in social activities. Planning to set up two Mahindra Pride Schools Mahindra All India Talent Scholarship for the economically disadvantaged Nanhi Kali project for the girl child. Trustee of the K.C. Mahindra educational trust Announced to provide free cochlear implants to hearing-impaired, under-privileged children
16000
14000
12000 10000
Standalone
Sales Avg Capital employed Networth
8000
6000 4000
2000
0
30 25 20 15 10
Standalone
PAT Ratio
5
0 -5
Compa ny Maruti Suzuki Hind Motors Tata Motors Mah and Mah
Last Price
Market Cap. (Rs. Cr)
Sales Net Turnover Profit
Total Assets
EPS
NP Ratio
Asset DE Turn. Ratio
1340
38713.95
20852.52
1218.74
10043.8
42.18
5.84%
2.08
0.07
21.3
343.3
598.26
-38.86
221.33
-2.41
-6.50%
2.70
1.4
696.8
37802.2
25660.67
1001.26
25559.83
19.48
3.90%
1.00
1.06
1001.75
28031.1
13093.68
836.78
9296.73
30.69
6.39%
1.41
0.77
Courage to Take up Challenges › Real Estate, Banking, Hospitality, SUVs, Water Transport › Acquisition of Satyam ? Foresight › 1991 decision to diversify – ability to deal with slowdown › Mahindra Satyam – Recession, Low Acquisition Cost, Understand Intrinsic Value ? Creativity and Innovation › Innovation – Annual event at M&M › Change in demographic profile of workers › Reboot, Reinvent, Reignite
?
?
?
Concern for People › Virtual Pool Program – Manage Surplus Workforce o Non billable staff get 40% salaries, 6 months › Chairman of the National Safety Council – 2008 o Health Safety and environment Concern for Environment › Mahindra Hariyali 2007- Plant a million trees › Hybrid Vehicles – Scorpio and 3 wheelers
? ?
Self Belief
Experimental, Risk-taking
› “I could have done well at anything I tried my hand at.” › Family Values › A filmmaker? A businessman? › Took in the odds which led him into different ventures › Hands-on approach helped him create talent pool › “I would strike out my own path.” › The Satyam takeover
? ? ?
Nurturing Talent
Independent, Proactive Tenacity
No Group wide mission statement. ? Individual SBUs have mission statements ? Core Values
?
› Good Corporate Citizenship › Professionalism › Customer First › Quality Focus › Dignity of the individual
?
Visionary
› Admired for Technology, Quality, Innovation across
segments
Strategic Thinker › Diversification, Acquisitions – JLR(Value), Satyam ? Change Agent › BPR - IDAM, Tractor to SUV ? Team Builder
?
› Satyam Employee retention, Focus on Talent Pool
?
Culture Builder › Meritocracy, Productivity, Innovation
?
Fear of failure
› Indecisive, defensive, let opportunities go
away?
?
? ?
Abuse of power?
› Irrational use at any point of time?
Need to be liked
› Does he go easy on people?
Fear of response
› Has he avoided conflicts?
Boss-Centred Leadership
Subordinate-Centred Leadership
Use of authority by manager Area of Freedom for subordinates
Mgr makes dec and announces
Mgr presents ideas and invites questions
Mgr presents prb gets suggestions and makes decisions
Mgr permits subordinates to fn within limits defined Mgr defines limits asks group to make decisions
Mgr sells decisions
Mgr presents tentative decision subject to change
1/24/2013
20
Level 5 Executive
Effective Leader Competent Manager
Contributing Team Member
Highly capable individual
Level 5 Hierarchy by Jim Collins in his book „Good to Great?
? ?
?
? ? ?
Invest Rs 100 crore in the IT sector in Punjab Focus on the agri business in Punjab under the Mahindra Shubh Labh project On the way to finalizing a joint venture with Renault. Bidding for Human Resource Management for Railways Entering the motorcycle segment Going to start a car services business
Recognize opportunities in the face of odds and identify the true potential ? Realizes that society is a stakeholderOrganization?s growth can?t be detached from social development ? Inculcating Leadership – Empowerment and Succession Planning ? A leader sees light when others complain of darkness.
?
?
?
? ? ? ? ? ?
http://www.moneycontrol.com/news/specialvideos/anand-mahindra-the-auto-maker-whodreamsmaking-films_407231.html http://www.businessstandard.com/india/news/anand-mahindra-winse/385949/ http://twitter.com/anandmahindra Six personality traits of a leader, Ram Charan Face to face- Defeating its own Hiranyakashyaps- An article of Indian IT, Anand Mahindra Business Leadership- Indian Context, Balasubramanian The Leadership Challenge, Kouzes and Posner Good to Great, Jim Collins
doc_961465079.pptx